Community Action Plan for the Maputo Special Reserve and Ponta Do Ouro Partial Marine Reserve

COMMUNITY ACTION PLAN FOR THE MAPUTO SPECIAL RESERVE AND PONTA DO OURO PARTIAL MARINE RESERVE

October 2014

Republic of Mozambique, Ministry of Tourism - National Administration of Conservation Areas Copies of this Report can be obtained from:

Ministry of Tourism, National Administration of Conservation Areas (ANAC) Av. 25 de Setembro n. 1011 r/c, CP 4101 Maputo, 1018 Mozambique Tel : +258-21-303650

Manager: Maputo Special Reserve Cell: +258-82-302-0582 E-mail: [email protected]

Manager: Ponta do Ouro Partial Marine Reserve Cell: +258-82-727-6434 E-mail: [email protected]

Report Details

This report was prepared by the National Administration of Conservation Area in partnership with the Peace Parks Foundation.

Citation

ANAC. 2014. Community Action Plan for the Maputo Special Reserve and Ponta do Ouro Partial Marine Reserve, . iv+55 pp MSR & PPMR | Community Action Plan

EXECUTIVE SUMMARY

The purpose of this document, the Community Action Plan (CAP), is to lay the foundation for funding for all projects that will be funded under the Community Development Facility. The projects encompass all possible projects within the Maputo Special Reserve and Ponta do Ouro Partial Marine Reserve conservation areas that have a specific focus on improving the income and food security of the local communities as well as those that primarily promote conservation or natural resource management.

A summary list of the projects is provided below. Project descriptions specify the beneficiary communities, the rationale and description of the project, operational arrangements, budget and development schedule.

Alternative Livelihoods

Agriculture:

 Beekeeping  Chilli Production  Essential Oils  Eucalyptus Harvesting  Improved Livestock Production  Poultry Production  Vegetable Production  Wildlife Production

Fisheries, i.e. Aquaculture and Mariculture Research

Community Development Support

Services and Infrastructure:

 Water Provision  Agricultural Assessment  Pooling Depot

Training and Education:

 Machangulo Agriculture Co-operative and Training Project  Conservation Agriculture Programme  Environmental Education Programme

In addition to the various projects, the document provides background regarding:

 The objectives of the respective protected areas as well as community development and benefits  The various communities of the protected areas  Key challenges and opportunities  Legal requirements and restrictions on land and resource utilization  Current community development activities and projects  Current institutional arrangements and coordination with community structures.

In conclusion the CAP addresses the approach to monitoring and evaluation at strategic and project level.

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TABLE OF CONTENTS

EXECUTIVE SUMMARY ...... i TABLE OF CONTENTS ...... ii LIST OF FIGURES ...... iii LIST OF TABLES ...... iii ABBREVIATIONS / ACRONYMS ...... iv 1 INTRODUCTION ...... 1 1.1 Purpose of Document ...... 1 1.2 Background ...... 1 1.3 Objectives ...... 2 2 SITUATIONAL ANALYSIS ...... 4 2.1 Communities of the Maputo Special Reserve and Ponta do Ouro Partial Marine Reserve ...... 4 2.2 Key Challenges ...... 9 2.3 Key Opportunities ...... 9 2.4 The Legal Requirements or Restrictions pertaining to Land and Resource Uses ...... 9 2.5 Current Activities and Projects ...... 12 2.6 Current Institutional Arrangements and Lead Institutions ...... 13 3 PROJECTS ...... 14 3.1 Alternative Livelihood Projects...... 14 3.2 Community Development Support Projects ...... 28 4 MONITORING AND EVALUATION ...... 34 4.1 Why Monitor? ...... 34 4.2 Monitoring Plan ...... 34 ANNEXURES ...... 36 Annexure 1. Beekeeping Schedule ...... 36 Annexure 2. Chilli Project Schedule ...... 38 Annexure 3. Chicken Production Project Schedule ...... 40 Annexure 4. Bindzu/Tchia Vegetable Project Schedule ...... 42 Annexure 5. Conservation Agriculture Project Schedule ...... 44

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LIST OF FIGURES

Figure 1. Maputo Special Reserve and Ponta do Ouro Partial Marine Reserve ...... 1 Figure 2. Lubombo TFCA ...... 3 Figure 3: Affected Communities ...... 4 Figure 4. Location of Affected Communities ...... 5 Figure 5. Main Source of Income ...... 6 Figure 6. Community Impact Area ...... 8

LIST OF TABLES

Table 1. Beekeeping ...... 17 Table 2. Chilli Production ...... 19 Table 3. Essential Oils ...... 20 Table 4. Eucalyptus Harvesting ...... 21 Table 5. Improved Livestock Production ...... 22 Table 6. Poultry Production ...... 23 Table 7. Vegetable Production ...... 24 Table 8. Wildlife Production ...... 25 Table 9. Aquaculture and Mariculture Research ...... 27 Table 10. Water Provision ...... 28 Table 11. Agricultural Assessment ...... 29 Table 12. Pooling Depot ...... 30 Table 13. Machangulo Agriculture Co-operative and Training Project ...... 31 Table 14. Conservation Agriculture Programme ...... 32 Table 15. Environmental Education Programme...... 33

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ABBREVIATIONS / ACRONYMS

ANAC National Administration of Conservation Areas CAP Community Action Plan CBE Community Based Enterprises CDF Community Development Facility CLE Community Legal Entity CPPP Community Public Private Partnership FLG Farmer Learning Groups HWC Human Wildlife Conflict MITUR Ministry of Tourism MoU Memorandum of Understanding MSR Maputo Special Reserve PAMT Protected Area Management Team PPEM Piri Piri Elefante Mozambique PPF Peace Parks Foundation PPMR Ponta do Ouro Partial Marine Reserve TFCA Transfrontier Conservation Area

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1 INTRODUCTION

1.1 PURPOSE OF DOCUMENT

The purpose of this document is to lay the foundation for funding for all projects that will be funded under the Community Development Facility (CDF). The projects shall encompass all possible projects within the Maputo Special Reserve (MSR) and Ponta do Ouro Partial Marine Reserve (PPMR) conservation areas (refer Figure 1) that have a specific focus on improving the income and food security of the local communities as well as those that primarily promote conservation or natural resource management.

The projects will therefore specify the beneficiary communities, the rationale and description of the project, the operational Figure 1. Maputo Special Reserve and Ponta do Ouro Partial Marine arrangements, budget and timeframes. Reserve

Partnerships among different levels of government, communities, civil society organizations and private sector are at the heart of the CDF programme. In particular private sector partners are essential for all community economic development projects as they bring in business management expertise as well as vital financial resources and market networks. Their particular responsibilities and contributions will be additional resources which will not necessarily come from CDF.

The document therefore becomes the master plan for all intended projects providing the basis for budget allocation. Thus the document becomes the guide for overall financial management for all projects under CDF assisting the facility to monitor and evaluate progress against value for money. The budgets for some projects will cater for the initial research only till a full business plan is produced. The budget allocation for these projects will therefore be indicative only. A review of the document is needed at least twice a year during the steering committee meeting.

The document has been drawn up through a consultative process involving the respective park authorities and the affected local communities, and has been aligned with the management and other relevant plans of both MSR and PPMR.

1.2 BACKGROUND

One of the underlying fundamentals of protected area management within Mozambique is the sharing of benefits with local or host communities. The primary mechanism utilised is a 20% revenue sharing arrangement, where the 20% stands for revenue from protected areas or use of natural resources. Sharing of 20% revenue is set by the Decree of the Council of Ministers. As with other protected areas in Mozambique, the communities surrounding and within the MSR and PPMR are entitled to a 20% share of the protected areas’ revenue (gate entrance fees) and that the recipient communities can utilise these funds for projects and activities that they deem necessary and opportune. The projects of the CAP are additional to the 20% share.

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Background on the Community Development Facility

The CDF is a joint initiative between the government of Mozambique, COmON Foundation and Peace Parks Foundation intended to serve as a financing mechanism to unlock community enterprise and socio-economic development opportunities in the Mozambican component of the Usuthu-Tembe-Futi Transfrontier Conservation Area (TFCA) that forms part of the broader Lubombo TFCA. The CDF will target those community development opportunities that align with the strategic objectives of the TFCA and further support the development objectives of the Mozambican government.

The CDF is structured as a multi-year project funding initiative. Phase 1 will be implemented as a grant funding phase that will run for a period of three years, starting in 2013. CDF will seek to invest in and promote viable and sustainable community-based projects in agriculture and conservation or natural resource management related areas. The CDF is to be implemented within the Mozambique components of the Lubombo TFCA (refer Figure 2)

CDF supports projects that promote community development through the award of a “once-off”, limited duration grant that is intended for those communities participating in the TFCA and who reside in proximity to the Protected Areas incorporated in the TFCA. The fund is intended for community groups, civil society organizations, institutions and the private sector working in partnership and who wish to make meaningful contributions to the improved welfare and socio-economic development of communities surrounding the Lubombo TFCA, primarily through the identification, introduction and implementation of viable and sustainable community-based agriculture and conservation related projects, the focus being on securing tangible

community benefits through partnership based initiatives and the creation of linkages between these foci.

1.3 OBJECTIVES

1.3.1 Objectives of Maputo Special Reserve and Ponta do Ouro Partial Marine Reserve

The long-term strategic objectives for the development of TFCAs are to conserve the biodiversity and natural ecosystems that they encompass, and to promote economic growth and development, based on the sustainable use of the TFCAs' natural resources by local communities. The establishment of the Lubombo TFCA, a joint initiative between the governments of Mozambique, South Africa and Swaziland, supports the broader aims of socio-economic upliftment on the southern African subcontinent, while improving the conservation and management of regional ecosystems.

Both the MSR and PPMR Management Plans envisage the protection, conservation and sustainable utilisation of habitats and biota in the protected areas through co-management strategies.

For the effective co-management of the MSR and PPMR the following Key Performance Areas have been identified:

 Biodiversity: based on both natural and cultural resources aimed at ensuring the protection and viability of the ecosystems that underlie the ecosystems and biodiversity of the MSR and PPMR  Business: ensuring that the MSR and PPMR generates sufficient income to augment the conservation contributions of the Government of Mozambique  Benefits: to the region and its people ensuring that the value of conservation is well understood and appreciated, and therefore supported  Governance: to ensure that the legislative, policy and support framework enables the conservation activities to be effective.

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1.3.2 Objectives relating to Community Benefits

Specific objectives pertaining directly to community benefits are:

 Reductions in Human Wildlife Conflict (HWC)  Engagement in alternative livelihood options that enhance ecosystem services  Deliberate capacity development through partnerships  Support to local and economic development.

Figure 2. Lubombo Transfrontier Conservation Area

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2 SITUATIONAL ANALYSIS

2.1 COMMUNITIES OF THE MAPUTO SPECIAL RESERVE AND PONTA DO OURO PARTIAL MARINE RESERVE

The District Matutuíne located in southern Mozambique, and has its headquarters in the village of Bela Vista. The district is divided into five administrative posts (Bela Vista or Missevene, Catembe Nsime, Catuane, Machangulo and Zitundo), and 12 locations. The Administrative Post of Bela-Vista has four (4) locations: Madjuva, Misssevene (Headquarters Bela Vista), and Salamanga Tinonganine. The Administrative Post Catembe-N'sime has two (2) locations: N'sime and Mungazine. The Administrative Post Catuane has two (2) locations: Manhangane and Phazimane (Catuane Headquarters). The Administrative Post Machangulo has two (2) locations: Ndelane and Nhonguane. The Administrative Post Zitundo has two (2) locations: Manhoca and Zitundo Headquarters.

The MSR and the PPMR affects 28 communities, some of which live within the MSR, yet most reside outside these protected areas. Figure 1 shows the location of the affected communities while Figure 2 shows the areas that fall within the influence sphere of these communities. These communities are located within the Matatuine District of the Maputo Province and fall within three Administrative Regions (Posto Administrativo) - Machangulo, Zitundo and Madjadjane (refer Figure 3 and Figure 4).

Figure 3: Affected Communities

There are 27 communities on the mainland of the MSR and PPMR. There is only one community on Inhaca Island. However this has been included due to its tourism importance and its unique biological diversity, with about 12 000 species recorded, including about 150 coral species, over 300 bird species and four species of turtles that nest there. The entire coastal zone, a consolidated dune with natural vegetation, is protected as an

4 MSR & PPMR | Community Action Plan integral reserve, as well as the nearby island of Portuguese (formerly known as Elephant Island), under the responsibility of the Marine Biological Station, an organ of the University Eduardo Mondlane.

The communities that reside within the MSR are Buingane, Lihundo, Tsolombane and Muvucuza.

All the other communities either have fields within MSR or utilise resources within the reserve as part of their livelihood strategies. Effective management of the protected area will impact on these activities and thus necessitates the need for mitigation. Regarding the core area of the MSR and PPMR, these include:

 Massuene  Madjadjane  Guengo  Gala  Ponta Techabanine  Ponta Mamoli  Ponta Malongane  Ponta do Ouro.

Communal areas affected by the Futi Corridor component of the MSR are:

 Matchia  Tchia  Massale  Mussongue  Huco  Gueveza  Phuza.

The PPMR affects several mainland communities as well as the Inhaca Island community. The mainland communities fall under two Regional Forums:

Machangulo-

 Santa Maria  Maphanga  Nhonguane  Ndelane  Machangulo  Chivambo.

Zitundo-

 Ponta Mamoli  Ponta Malongane  Ponta do Ouro  Ponta Techabanine.

Figure 4. Location of Affected Communities

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Data on the socio-economic profile of the affected communities reveal that the main activities of income are rainfall agriculture and irrigation (the latter on a small scale due to equipment difficulties faced by Most farming); livestock; beekeeping; artisanal fishing; the exploitation and marketing of natural resources (wood, coal, building material shacks, medicinal plants); the hunting (an activity prohibited in recent years by the administrative authorities); the gathering in and small-scale trading of various goods as a survival strategy and accumulation of capital.

Further information on the socio-economic context of the communities of this area can be gleaned from the Socio-economic Baseline Study and reviews.

The main sources of income (refer Figure 5) for the local populations include agriculture, fishing, and the preparation of traditional beverages, while the main means of sustenance (Principal Sustento) includes fishing – marine, lagoon and river-based, agriculture including livestock, hunting within and outside of MSR and cutting of reeds.

While most households sell fish, the other main commercial activities within households include:

 Commercial activities via a store  Commercial activities without a shop  Selling of drinks  Selling of agricultural products  Selling of meat.

Current land and resource use patterns are limited to the following:

 Agriculture  Grazing  Fishing  Hunting  Wood collection  Honey  Medicinal plants  Water.

Figure X illustrates the impact areas of the various communities within and adjacent to the MSR and PPMR.

Even though subsistence agriculture is widely spread, only five communities practice agriculture within the MSR – Buingane, Lihundo, Tsolombane, Mvukuza, and Madjadjane. The land cover assessment shows that this activity is limited, probably due to the low nutrient content of the soil or the high levels of salinity in the water.

Figure 5. Main Source of Income

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Most of the agricultural activity on the Machangulo Peninsula is also limited due to the sandy nature of the soils, while the main agriculture activities within the region is practiced by the communities situated along the Maputo River where the alluvial soils have higher yields.

Widespread grazing of domestic livestock with the region does occur, except for the Mabuluco, Muvucuza and Huco areas, where very limited or no grazing occurs. Numbers of livestock are limited due to the occurrence of diseases, lack of water and the relatively low carrying capacity of the area.

Fishing is the dominant resource use with the Tsolombane and Mabuluco areas targeting marine species, Ndelane, Chivambo, Gala, and Ponta do Ouro and Ponta Malangane both lagoon and marine species, and the Muvucuza community targeting river and marine species. Most of the remaining communities use the Maputo River for fishing.

Despite hunting within the MSR being illegal most communities admit that hunting is a form of resource use that they practice. Exceptions are the Matchia, Tchia, Buingane, Machangulo, and Mabuluco communities. Hunting is widespread in the areas surrounding the MSR, yet this is subject to licence conditions.

Firewood is utilised by all the communities throughout the region as is the collection of wood for construction, and the use of medicinal plants.

Honey production and collection is practiced by some but not all the communities. Communities that utilise this as a resource include Madjadjane, Matchia, Gala, Huco, Gueveza, and Phuza.

The commonest source of water use is from boreholes, with a few communities augmenting this with river and other sources to a minor degree.

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Figure 6. Community Impact Area

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2.2 KEY CHALLENGES

The main challenge faced by the MSR and PPMR pertains to the community’s perception of development. There are strong cultural beliefs about the land and the link of the communities to their history as well as their livelihoods. These strong beliefs have led to resistance to change and movement out of Maputo Special Reserve. There are therefore communities still living inside the protected area. On the other hand funding for community development has not contributed to higher and appropriate skills to build capacity for communities to engage in activities that lead to sustainable livelihoods. They are still seen as limited to hand-outs which are temporal and unsustainable. Members of communities in the community association therefore lack commitment to the long term ‘vision’ of project implementation. The projects do not change their attachment to the land that provides them with a livelihood albeit at a subsistence level.

2.3 KEY OPPORTUNITIES

There are good opportunities for both parties, MSR and PPMR on the one hand and the communities on the other. Communities are looking for opportunities for increasing income and food security while MSR and PPMR are looking for protection of the ecosystem services for the benefit of wildlife populations with the park as well as the tourism development sector. Therein lays the opportunities to build strong Community Public Private Partnerships (CPPP) based on the natural resources within and outside MSR and PPMR.

The community game farm such as Manhoca and community enterprise development in the core areas of MSR or PPMR present good win-win opportunities to build community public private partnerships where the private sector brings in expertise in management and business operations as well as financial resources while the communities bring in land and human resources with a strong component of capacity building for a long time. Thus communities gain access to income and food security while benefiting from capacity building to run the facilities in 20 to 40 years’ time.

Individual community members can be engaged in enterprise development providing fresh produce, crafts, marine products etc. The greatest opportunity is the change of mind set from viewing the natural resources as a basis of primary sources of sustenance to income generation through non-consumption options.

2.4 THE LEGAL REQUIREMENTS OR RESTRICTIONS PERTAINING TO LAND AND RESOURCE USES

In the Republic of Mozambique, natural resources are state property. Conservation Areas are "areas for the maintenance of ecological processes, ecosystems and natural habitats and the maintenance and recovery of viable populations of species in their natural places"

The 63/2009 of November 2nd resolution approved the implementation of the Conservation Policy and Strategy whose vision statement was “Conserving biological natural resources and their ecosystems consisting of a wide biodiversity of healthy flora and fauna, for the human benefit, contributing to the sustenance of life, economic growth and the eradication of poverty in Mozambique”. The Conservation Policy adopts the participatory co-management for conservation areas for the sustainable use of natural resources in order to provide the benefits and services needed for sustainable development for local communities.

According MITUR (2010), conservation areas are delineated territorial areas representative of the national natural heritage, for the conservation of biological diversity of fragile ecosystems of animal or plant species. These are set aside to ensure the conservation of representative ecosystems and species. They are also considered to be conservation areas in for the benefit of the state, private and communities, subject to

9 MSR & PPMR | Community Action Plan permissible levels of resource extraction while respecting sustainable limits according to the management plans of MSR followed under this type of protected areas.

Since few alternatives exist for communities regarding resource use it is necessary that restrictions be applied to ensure that the impacts of resource use are appropriate. Certain restrictions affect the manner and technique regarding resource use, while other restrictions enable communities to continue using resources within current levels.

Restrictions apply to the following activities:

Agriculture

Restrictions regarding agriculture within the MSR are aimed at improving yields while reducing the impact of slash and burn agriculture due to the nutrient poor nature of the soils. Through the introduction of conservation agriculture practices aimed at conserving soil moisture content and soil nutrients it is believed that the need to open new fields can be negated.

Specific restrictions are:

 No new fields  Subsistence yet sustainable agriculture (food security) – vegetable and grain crops  Promotion of small scale commercial agriculture in those areas out the [park boundaries with good soils and abundant water supply.

Livestock Grazing

It is illegal to graze livestock within a protected area, thus no livestock will be allowed within the MSR. Within clearly defined enclaves or exclusion zones livestock will be allowed in limited numbers. Outside the park boundaries CDF will promote controlled and managed grazing schemes that enhance improvement in ecosystem services.

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Fishing

Fishing will be limited to licensed fishermen only and will include controlling gill net sizes and fishing seasons. Within the MSR fishing is only allowed on Piti, Xingute and Maunde lakes. Within the PPMR restrictions are implemented according to the zonation and local rules of the PPMR. CDF will promote mariculture in designated coastal zones where alternative livelihood options are otherwise limited.

Veld and Forest Resources

The use of veld and forest resources is limited to medicinal plants, reeds and grasses, construction timber, firewood and beekeeping. These activities are only allowed in designated areas and seasons, through agreed access points, in close proximity to the affected communities and subject to Resource Use Permits issued by the relevant Community Forum. Monitoring of the resource use is to be undertaken jointly by the Community Forum and the protected area management authority.

Beekeeping entails the use of hives, both traditional and commercial, and excludes the harvesting of wild honey by chopping down trees.

Hunting

In compliance with legislation, no hunting is allowed within the MSR. This activity is totally restricted. Hunting in the areas surrounding the Reserve is subject to licence conditions.

Water

Access to drinking water is not restricted, yet this is limited to personal use, and the watering of livestock where this is allowed within enclaves. No water may be pumped for agriculture.

Vehicular and Pedestrian Access

Vehicular access by local community members is limited to vehicles registered with the Community Forum and protected area management authority, and need to be identifiable. All other vehicles are treated as tourist vehicles, subject to the normal access protocols.

All vehicular access to the beaches is subject to the restrictions within the PPMR Management Plan.

Pertaining to pedestrians it is recommended that a pedestrian study be undertaken to ascertain the movement patterns and how this impacts on the Reserves, both from a safety and ecological perspective, as well as from a psychological perspective.

Pedestrian safety will require attention as the game numbers increase and as the diversity of wildlife broadens. Once the patterns are known, appropriate mitigation measures such as shuttles, clear paths, and indemnities can be implemented.

The impact of pedestrians on the tourist experience within the MSR and PPMR must not be overlooked. Guests paying access fees, complying with safety protocols etc. could be marginalised if the local community has unlimited and unrestricted access to the entire reserve. Through zonation, restrictions and law enforcement this can be managed.

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2.5 CURRENT ACTIVITIES AND PROJECTS

There are four projects that are under implementation. These are:

 Chemucane Community Lodge  Matchia Chilli Project-dedicated to production and commercialisation of this crop  Bindzu Agribusiness Project  District Water Supply Project.

The first three projects are aimed at enhancing both income and food security. In addition they are also aimed at capacity building in the areas of technical and management knowhow for agriculture and tourism facilities. The Matchia chilli project is a three year project aimed at increasing income for 30 farmers in the Matchia community. They have technical and management backstopping form a technical partner who also assists them with market access.

Chemucane Community lodge is a good example of a community public private partnership venture. The Ahi Zameni Community Association who co-owns the Chemucane Lodge has sent its young members to undergo hospitality training at the SA College for Tourism to equip them with skills needed to work at the Chemucane community lodge. The construction of the 22-bed Chemucane community lodge is now nearing completion. It will feature nine exclusive guest suites, with two family and seven double-bedded units, as well as the necessary additional infrastructure for staff. The local communities supplied the materials for the lodge, which provided them with a valuable opportunity to earn an income. The construction team grew to 32 people, 26 of whom are members of the three communities comprising the Ahi Zamene Chemucane community association. While the lodge was being constructed, community members were trained at the SA College for Tourism. These are back at the lodge. An additional ten community members will be trained in 2015.

The Matchia chilli project is an extension of a previously World Bank funded project. In 2013, six tonnes of chillies were harvested and sold and the money paid into the community’s account. During the year, the area was extended by an additional 1.5 ha to a total of 4 ha under drip irrigation. The farmers divided the project area into smaller plots and allocated them to individual community members to ensure equitable ownership of the project. A section was also set aside as a training plot. The expansion will provide full-time employment to 25 community farmers who will produce chilli and other cash crops, as well as crops for own consumption within the communities.

The Bindzu and Tchia Association’s agricultural project is for training community members to produce vegetables in greenhouses throughout the year using drip irrigation. Implementation started in September this year. The funds will be used to procure all the necessary material for a greenhouse and drip irrigation system, fertiliser, pesticides and seed; to facilitate linkages to the market, and to promote networking with agricultural service providers and suppliers. Training of community members will focus on staggering vegetable production throughout the year, using the greenhouse and drip irrigation system, and improving the production management and negotiation skills of community members.

The water supply project for the Matatuine communities aimed to supply a total of 1 727 households (10 362 people) with fresh drinking water. As a quid pro quo, the communities will no longer need to enter the reserve with their cattle to access water. The project includes the training and establishment of water management committees; the installation of water troughs for cattle; the drilling of boreholes in nine communities; the installation of solar panel systems in nine communities, and the installation of submersible pumps for nine communities.

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2.6 CURRENT INSTITUTIONAL ARRANGEMENTS AND LEAD INSTITUTIONS

2.6.1 Coordination between the Reserves

The two reserves are managed by park administrators or park wardens, appointed by the Minister of Tourism.

The Project Implementation Unit (PIU) meetings that are held with participation of the administrators of the two reserves are to share information on the implementation of project activities. The reports on all project activities constitute another form of co-ordination.

As part of the Lubombo TFCA, PPMR and MSR coordinate their activities with South Africa and Swaziland. Participating in these meetings assist to coordinate activities leading to achievement of the objectives set by the Protocols of the Lubombo TFCA.

2.6.2 Linkages with the Community Development Facility

The CDF provides project funding of community development for people affected negatively by the creation or presence of the TFCAs. The projects however, comply with the objectives of conservation, while creating conditions conducive for implementation of alternative livelihoods to improve income and food security and overall the quality of their lives.

2.6.3 Coordination with the Community Structures

Communities are organised into legal structures recognised by the government and through these structures the government mobilise supports and funding from partners and technical assistance towards local development through projects which may generate socio-economic benefits leading to improvement of communities livelihoods. These forums serve as links between communities and team management of the Reserve ensuring better communication between communities and the management of MSR and PPMR, regional and local forums were created.

In total three regional forums namely Madjadjane, Zitundo and Machangulo were created (refer Figure 3). These entities coincide with the territorial division of traditional leadership. Thus, each corresponding to a forum district Administrator. The regional forums have periodicity biannual meetings while the local forums meet whenever justified. The 28 local communities fall under the three regional forums. Each community however, has a local forum.

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3 PROJECTS

The ongoing and proposed projects for the CAP in response to the objectives highlighted in section 1.3 and Situational Analysis are categorised according to the following themes:

 Alternative Livelihoods  Community Development Support.

Under the Alternative Livelihoods theme will fall the projects relating to agriculture and fisheries that are within both MSR and PPMR areas. Under the Community Development Support theme will fall services and infrastructure projects as well as training and education projects.

3.1 ALTERNATIVE LIVELIHOOD PROJECTS

3.1.1 Principles

Sustainable Levels of Resource Use

Livelihoods shall be defined in this document as those activities that a person, a household or a community is engaged using the best available capacity to survive. A livelihood therefore can only be sustainable if it can cope with or overcome disaster (shocks) or stress and is able to continue to survive. The capacities for the communities living in and adjacent to MSR and PPMR are very low. However besides the unsustainable dependency on wildlife and forestry products such as poaching, most of the other resource use levels are within the bounds of acceptable change and can be deemed harmonious within the functioning of the ecosystem. These levels support current levels of subsistence livelihoods but. The approach regarding the management of resources thus focuses on capacity building for communities to enable them to engage in activities that ensure higher income and food security while protecting the ecosystem services that support wildlife population within the MSR and PPMR conservation areas.

Working in close association with the Community Forums that form part of the MSR and PPMR institutional structures, levels and areas in which resource utilisation will be allowed will be demarcated. Memoranda of Understanding (MoU) between the protected areas and communities of interest will form the basis of the methodology aimed at restricting resource use to current or reduced levels.

Improved Livelihood Strategies

It is believed that the MSR and PPMR will be able to attain their objectives through subtle changes to the harvesting techniques for resources such as timber, reeds and firewood as well as other forestry resources, fishing and water. Zoning areas and monitoring the use of resources within these areas through yield and quality assessments will enable informed decisions regarding the impact of utilisation on these resources. The zoning of these areas, the issuing of permits, and the monitoring of the resource use – bundle size, weight, yields, catch size etc. – will be jointly undertaken by the community forums and the Protected Area Management Team (PAMT).

Specific changes to the use of natural resources for agriculture include aspects regarding the agricultural practices themselves resulting in higher yields rather than larger fields. Introduction of conservation agriculture which has been demonstrated in Zambia to increase yields sevenfold will achieve the shift from conventional to conservation agricultural practices. Extension officers from the Reserve together with support from the CDF team can assist in training the affected communities and the broadening of the understanding of this change of

14 MSR & PPMR | Community Action Plan agricultural practices. In addition research will be carried out to understand the agricultural potential of the area and help develop strategies to unlock that potential for the benefit of the communities in the district.

Changes to the approach to timber harvesting, and firewood collection can also be implemented, including the designation of forests for this use and exclusion of others, the use of the eucalyptus plantations at the main gate, and the use of resources outside the reserve rather than those within the core area of the MSR.

Regarding the collection of wild honey will be discouraged and replaced with the establishment of small scale commercial bee-keeping ventures utilising commercial hives. This will not only reduce collection of honey from wild bees but also promote the change of mind set from consumptive use of forestry products to preservation and conservation of the ecosystem for the sake of high value honey products from the hives. This can be incorporated into the CDF programme where establishment of a honey processing centre for processing, bottling and branding and marketing of honey products. These hives can also be used as part of the HWC Mitigation programme by placing the hives along the perimeter of agricultural fields since it has been proven to be an effective deterrent to elephant.

Where possible aquaculture and mariculture projects can be established in communities adjacent to the MSR and PPMR, by utilising the many small pans, dams, lakes and coastal areas. Studies however need to be undertaken to determine the best freshwater or marine candidates for such practices. Sources of fingerlings will be a determining factor. Managing the existing fish stock in both freshwater and marine environments through gillnet sizes and harvesting seasons linked to post spawning periods, the impact on the aquatic resources within the MSR and PPMR can be reduced. Not only does this improves yields but also reduces the risk to fishermen through exposure to dangerous game in the reserve.

By enforcing seasonal fishing patterns it would be possible to ensure that the targeted species have sufficient time to breed, while appropriate gillnet sizes would ensure that only fish of the correct size are caught and harvested.

Designating areas for fishing can also reduce the impact, and this will be done through both the identification of specific lakes for fishing – Piti, Maunde, Xingute – and the designation of specific areas for fishing within these lakes, ensuring that fishing does not impact on the breeding areas of fish nor on the tourism experience within the protected area. Within the PPMR, three zones have been identified – sanctuary, restricted, multiple resource use – aimed at ensuring that the marine resources can be sustained. Similar zonation methodologies will be utilised within the zonation of the lakes used for fishing.

Since livestock grazing will be restricted to enclave areas and areas outside the core of the reserve it will necessary to find alternatives methodologies for livestock grazing. Effort should be made to introduce controlled and managed grazing for large herds outside the reserve while only utilising small domestic livestock within the enclave areas where intensive production and use can be practiced. Not only does this reduce the risk of potential HWC through the loss of domestic animals to predators, but also reduce the pressure form communities living outside the protected area to also benefit from the protection that the reserve offers to livestock through security, anti-poaching initiatives, controlled access and fencing.

The impact of restrictions can be offset through engagement of communities in profitable and sustainable income and food security activities and projects. The Chemucane Lodge Development is a shining example of a community public and private partnership project which brings in tangible benefits in capacity building, income accrual and job creation. Other projects such as the supply of fresh produce, handcraft and Chilli Projects can bring benefits for communities. Communities need to be rewarded for protecting the ecosystem services for the benefits of wildlife populations while losing the same ecosystem services which could have supported their livelihoods albeit at the subsistence level. These initiatives provide both individuals and communities as collective bodies’ opportunities to use the resources of the area in alternative ways. Active participation in 15 MSR & PPMR | Community Action Plan these initiatives would require substantial investment for the benefit of communities. How the individual losses are offset within communities would require discussion and deliberation within each of the communities.

One of the alternative livelihood strategies would be provision of facilities aimed at increasing human capital as well as access to livelihoods options. This can be done through creation of support nodes within which agricultural and social development support programmes can be established. These nodes should be peripheral to the core conservation area, yet be established within existing community areas. An example would be the development of a support node within the Mabuluco-Tsolombane area which can include the upgrading of the existing schools and health centre, as well as extension of the fence establishing an effective enclave in the area. Programmes aimed at conservation farming, improved fishing and the establishment of small scale projects such as the handcraft project can be aligned with the Chemucane Lodge Development broadening the offset market for vegetables and livestock e.g. chickens.

This could serve as an incentive for the Muvucuza Community to re-establish their settlement at this node enabling them to benefit from both the social and economic development of the region.

Interest has been shown regarding the establishment of a game farm in Manhoca. This will need further investigation on the extent of the area and discussion with communities to enlist support from all affected by the game farm. By becoming active participants in the game farm industry through equity and ownership opportunities, the affected communities can establish viable alternative livelihoods. These could include the establishment of co-managed areas where specific portions of communal land are incorporated into the protected area, yet where the options such as hunting become an option, linked to lodge developments. Collective game farming opportunities could replace individual livestock initiatives within these communal areas, significantly broadening the benefit flow opportunities in the area. These should; however, be contiguous to the MSR rather than stand-alone initiatives requiring additional management inputs and large infrastructural development costs.

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3.1.2 Agriculture

Table 1. Beekeeping

PROJECT NAME Beekeeping STATUS New

BENEFICIARY Ndelane, Mucombo ,Tsolombane, Lihundo and Madjadjane COMMUNITY

This project was identified as a possible income generating and employment creation opportunity in the previous CAP. Establishment of small scale apiaries utilising both traditional and commercial hives was cited as an approach which will reduce the impact on wild bees and their habitat. This project has been accepted by the steering committee but the technical partner was rejected. A new technical partner has been identified. This project will supply the farmers with the correct equipment and also teach them the correct methods of bee keeping, thus stopping harmful traditional bee-keeping practice as well as discouraging the practice of trees and bark harvesting to make honey boxes. The purpose of the beekeeping project is to: • Allow the surrounding communities to leverage their newly acquired carpentry skills to make DESCRIPTION beehives and related components • Provide the community members with basic business skills required to start up and run new enterprises • To enable organised beekeepers to secure equity in a growing honey enterprise • To introduce new beekeeping and honey production technologies that will put an end to the environmentally damaging practices of traditional beekeeping and produce honey of a better quality • Teach the communities the benefits of protecting and conserving the natural flora in the area thereby building support the conservation, land use planning and general environmental objectives of the Lubombo TFCA as outlined in the Management Plan • It is envisaged that once the project is underway there will be awareness campaigns at the local schools regarding the importance and preservation of bees and their habitats.

Two project areas have been suggested for this project. These are the coastal communities including Ndelane, Mucombo,Tsolombane, Lihundo and two inland communities of Madjadjane and Guengo. The coastal communities will produce the dark mangrove honey specifically for the export market while the inland communities will produce the light brown honey for local markets. Farmers will be selected based on their experience in traditional or conventional honey production. It is proposed that each farmer will manage 5 bee hives. Coastal honey producers will fall under a lead honey producer selected by Ahi Zameni Chemucane (AZC) while the inland honey producers will fall under a lead honey producer elected by the honey producers themselves. The lead farmers will provide oversight on the project and also collect and provide progress reports regarding the production levels. Once the farmers are identified baseline information about their household’s socio-economic status will be collected and documented as well as their geographical location. The lead farmers will receive OPERATIONAL stipends as community-based workers. ARRANGEMENTS A knowledge/technical partner has been identified to provide both technical advice as well as market linkages. The knowledge/technical partner SEPPA will work with the lead farmers. The knowledge partner will oversee the project and assist with processing and marketing of honey during project implementation. The project will be implemented in three phases. It is envisaged that each community will participate in the management of 50 beehives i.e. an approximate total of 200 beehives from four communities in the coastal communities and 100 from two communities, in inland during the first year. As their skills improved the number of hives will increase to 15 hives during the third year depending on the environment, their skills, motivation and honey production. A central honey processing facility will be established in both communities for the purpose of extracting and bottling the honey, storing and maintenance of beehives. Site selection of the honey processing facility will be done in conjunction with the community, the lead farmers, the knowledge/technical 17 MSR & PPMR | Community Action Plan

partner and MSR. Placement of hives will be done in safe and secure areas away from honey badgers/rodents/ants etc. Local discussion on security of bee hives in the community needs to take place with the community members to prevent theft of the hives. The central processing facility should similarly be placed in an area that is secure and must be bee proof. Costal/Inland Yr1 Yr2 Yr3 Beehives (C) 40 200 400 600 Beehives (I) 20 100 200 300 Farmer (I and C) 60 60 60

Summary of Costs over 3 years Items Year1 Year2 Year3 Total Cost Honey collecting Equipment Screeners, Bucket 10liters, Deposit honey 209 100 209 100 with tap, Transport, Press for honey Materials (Beehive, Transition, Bucket 25l, Lever 1 191 600 1 379 000 1 599 000 4 169 600 Brush bees, Sheets of wax, Floor wax, Bottles, Labels) Protective clothing BUDGET (Mask, Protective equipment, Gloves, 623 100 623 100 Boots, Fumigator) TOTAL COST (Rand) 2 023 800 1 379 000 1 599 000 5 001 800 Total incl. 5% contingency 2124 990 1 447 950 1 678 950 5 251 890 Technical Support 651 600 475 600 517 600 1 644 800 REVENUE 1 800 000 3 600 000 5 400 000 10 800 000 Returns -324 990 2 152 050 3 721 050 5 548 110 Earning per farmer @60kg/hive 30 000 60 000 90 000 Earning when paying for technical (5461) 35 867.5 61 017.5 support

DEVELOPMENT See Annexure 1 SCHEDULE

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Table 2. Chilli Production

PROJECT NAME Chilli Production STATUS Ongoing

BENEFICIARY Matchia COMMUNITY

This is a five year project which aim to increase the chilli production through the improvement of the production system and thereby improve the livelihoods of the 30 community members who currently participate in the chilli production scheme. A Business plan was designed to implement the project which comprise two phases: phase 1 (3 years): Business consolidation aiming at setting up condition to consolidate; increase crop production; improving technical and managerial and marketing skills of the Association members; and phase 2 (2 years): aiming to scaling up to commercial business, aiming at substantial increase of the production area and productivity along with the concerned sales and margins through the involvement of a private investor. The project activities for first 3 years include: Training and technical assistance focusing on both DESCRIPTION technical and managerial aspects capacity of the Association and its members; Investment in infrastructure (store and office) and equipment (vehicle and spare pump/drip system); agricultural tools and inputs; appointment of Technical Advisor; introduction of crop rotation system with new crop focusing on both technical and managerial aspects capacity of the Association and its members’ (green beans, carrots, eggplants) . The Technical Advisor for the Association is currently represented by Piri Piri Elefante Mozambique (PPEM), which is a Chili pepper growing and trading company in Mozambique that commenced its operations in 2010. The technical advisor handles the processing and marketing of chilli. A formal offtake agreement has been signed between the Association and PPEM. PPEM has a contract to supply chilli to Nandos.

The current technical advisor has operations in Marracuine, north of Maputo. This has presented logistical challenges for transporting fresh chilli from Matchia. The project proposes slight changes to the current set-up thereby strengthening the partnership and ensuring sustainability: • Expansion of the area under production for each farmer • Introduction of farmers to business thinking and management skills • Creation of a drying (and possible value adding processing) facility within Matutuine district • Conversion of role of technical advisor to that of a business partner OPERATIONAL • Facilitation of access to land for technical partner to produce chilli in Matchia enabling ARRANGEMENTS community members access to capacity development in their back yard • Introduction of vegetable production as rotational crops to the chilli; co-operation and collaboration with Tchia vegetable producers and technical partners for purposes of marketing their vegetables. A farm manager was appointed to provide continuous technical assistance focusing on both technical and managerial aspects capacity of the Association and its members to assure follow up to the development project activities.

Items Year1 Year2 Year3 Committed Personnel 950 000 950 000 BUDGET Infrastructure, Equipment, 731 333 731 333 Transport Others (Training, Contingency) 157 119 157 119

DEVELOPMENT See Annexure 2 SCHEDULE

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Table 3. Essential Oils

PROJECT NAME Essential Oils STATUS New

BENEFICIARY Communities who reside in the Matutuine District and in proximity to the Protected Areas incorporated COMMUNITY in the Usuthu-Tembe-Futi and the PPMR component of the Lubombo TFCA within Mozambique

Essential oils can be obtained from, inter alia, blossoms, seeds, fruits, fruit peels, leaves, stems, barks, wood, and roots. In Matutuine District production of essential oils was identified an opportunity for an investor. Extraction of essential oil can be done from different plants such as castor oil plant (Ricinus communis) or Eucalyptus that are in large quantities around and within the MSR. The castor oil plant would be specially grown for this purpose. The main objective of the project is to set up a community based production units of Ricunus for the DESCRIPTION essential oil industry. In the meantime the Eucalyptus tree can be used as the main raw material, which is available in large quantities in Matutuine District, within and outside the Maputo Special Reserve. The project possesses a wide range of economic and social benefits that help promote the socio- economic goals such as increasing the level of investment, jobs creation, tax revenue that could create additional funds for the beneficiaries to use to expand social and other basic services in the District. Concurrently, it will help diversify the economic activity in the District. Additionally, the process of extracting essential oil does not pose any environmental problem.

OPERATIONAL In partnership with MSR, a consultant will be selected to carry a feasibility study regarding the ARRANGEMENTS production and extraction of essential oils in the area.

BUDGET R50 000

DEVELOPMENT Immediate SCHEDULE

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Table 4. Eucalyptus Harvesting

PROJECT NAME Eucalyptus Harvesting STATUS New

BENEFICIARY Madjadjane; Guengo COMMUNITY

Government planted eucalyptus trees, in an area close to what is now the MSR Head Quarters, many years ago to supply the villagers with poles for building structures. Currently, there are a handful of people coming into the reserve to cut trees for poles and fire wood. The park authorities would like to remove all non-indigenous trees in the park and make way for regrowth of the indigenous ones. There is a high demand for charcoal and the communities are decimating indigenous trees in and outside the park for charcoal. While giving access to the eucalyptus trees for charcoal is temporal it will ease the pressure of deforestation that is taking place. Additionally, eucalyptus has been cited as a source of essential oils, thus harvesting of the eucalyptus could be beneficial to the essential oils production as well. Since the eucalyptus stand of the former plantations now fall within the boundary of the Reserve and can be considered as an alien plant species. This proposal aims to deal with the systematic eradication of the trees to allow the natural vegetation to return and flourish. This project has the potential to assist in the uplifting of the local community in terms of finances and resources. The project is not sustainable, as the goal is to eradicate the trees, yet can provide opportunities for income generation for a few years while the project is being rolled out. The approach should be similar to programmes such as Working for Water, Working for Wetlands, or Working on Fire, in South Africa. The sustainability of the project lies in setting up support structures within the community that can assist the MSR attain its conservation goals. There are a number of options available to achieve the goal: 1) Employ community members to come in and cut down the trees, treat the stumps and sell the timber or leave the trees to decompose: • This would require the reserve to provide a supervisor to ensure that the work is carried out in accordance with a plan which would be put together by our ecologist. The project will be DESCRIPTION controlled and managed by the reserve. • The budget for this project would need to include salaries (for the given time frame of the project), transport of staff, 3 x chainsaws (plus maintenance), 5 x pangas, herbicide, diesel, petrol, oils for chainsaws. • Two (or more) teams, 4 people per team, could be made up to systematically go in and cut down the trees and paint the stumps. If the timber is to be sold, additional staff will need to be employed in order to clean off the branches and move the timber to a central point for easy loading. • Ideally, a commercial buyer (milling, chipping or briquette producing company) would be the best option as it would mean the timber has a value for the community and is also removed from site. The community supply the raw product, and the buyer collects and transports the material from site. 2) Identify community members who could make charcoal and/or chop fire wood and sell the product locally, in the cities or a commercial company. For this project to be successful, a test project must first be conducted in order to determine if these trees are suitable for charcoal or not. Should they prove to be suitable for good quality charcoal then a programme for systematic eradication of the trees needs to be put together and individuals from the community identified to make the product. A budget would need to be drawn up to assist with the initial stages of the project and the reserve would need to manage and supervise the progress of the project. The budget should include chainsaws (with maintenance plan), pangas, petrol, diesel, oils, transport and any other material/equipment needed for the production of charcoal. The finished product can then be transported to a suitable market (i.e. Maputo, Ponta Do Oura, SA). The project will consist of a specialist consultancy to advise on the feasibility of harvesting the timber, treating the stumps with herbicides and adding value to the harvested products, such as poles, leaves for essential oils and charcoal from smaller and less useful wood.

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A biomass estimate of the eucalyptus trees and their spatial extend should be determined. Yields of the timber should be determined and a harvesting approach also decided. There are three option • Create a team with Parks to remove the trees for poles which can be sold • Ask a private company to harvest the tress for poles • Ask the community to harvest the trees at no cost to the park. They however keep the poles or use them to create charcoal.

OPERATIONAL If the third option is taken then a first step would be to engage the communities to share the idea of ARRANGEMENTS harvesting the trees for poles and charcoal production. Some tests on the quality of charcoal the gum trees could be carried out to determine the marketability of the product. Harvesting will have to be organised through their local forum so harvesting group are well known with designated time schedules. The charcoal product may be branded so that marketing is made easier. Park personnel will accompany the harvesters so the tree stumps are painted with a poison to avoid regrowth. We would need to have someone go with them when they cut the trees as the stumps need to be painted with poison. Charcoal producers can also be encouraged to sell to the lodges and other camp sites in and around the Reserve.

BUDGET R250 000

DEVELOPMENT Immediate SCHEDULE

Table 5. Improved Livestock Production

PROJECT NAME Improved Livestock Production STATUS New

BENEFICIARY All communities COMMUNITY

Livestock plays a vital role for rural people. Most rural families have chickens, small ruminants (mainly goats) and cattle. Livestock production represents a small percentage of total agricultural production and its contribution to GDP is low. Meat production is growing but Mozambique depends heavily on the external market for the supply of beef. The main constraints on the development of livestock production, particularly of cattle, are the following: DESCRIPTION • Low production and productivity of existing herds due to poor genetic quality • Unsuitable management practices • A weak network of veterinary assistance for the family sector • Lack of infrastructures for watering. Though the accumulation of wealth in the family sector is represented by the number of animals owned, there would be capacity to increase its participation in the market if there were effective activities to support livestock development as a commodity rather than symbol of wealth.

An initial scoping exercise of the livestock industry inside and outside the park will be required. This initial assessment will cover what interventions other organisations (as well as government) have done in the target area to promote livestock production. The assessment will include both qualitative as well OPERATIONAL as quantitative assessment methods and tools to get community members involved as much as ARRANGEMENTS possible. Background information from government and NGO will be gathered to complete the picture. This initial assessment will inform CDF on what the best approach and strategies will be to intervene in the livestock industry in those communities adjacent to the Maputo Special Reserve.

BUDGET R200 000

DEVELOPMENT Immediate SCHEDULE

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Table 6. Poultry Production

PROJECT NAME Poultry Production STATUS New

BENEFICIARY Massuane, Madjadjane, Ndelane, Chivambo and Salamanga (these are areas where there is access to COMMUNITY electricity)

The aim of this project is to establish a network of chicken producers in the communities adjacent to MSR, that can serve as an alternative livelihood. Massuane, Salamanga and Matchia community structures have expressed a desire for chicken farming In the past. The nearest chicken producer is in Katembe which is assisted by the Higest Poultry company. The biggest constraint to chicken production has been transportation of live birds across the ferry to Maputo. The project proposes to create an abattoir in Salamanga which will process the chicken. This abattoir will obtain chicken from the network of community based chicken producers. A technical partner will be invited to run the abattoir and assist in the marketing of the chicken products. The poultry project will produce broilers from standard production facilities designed in conjunction with the technical/knowledge partner to ensure that the correct quantity and quality of the chicken is produced. Under non ventilated system the concentration of chickens will be 10-12 birds per square DESCRIPTION meter. Thus the structure for 3 000 birds will be 30m X10m. The program works on a production cycle of 4 weeks (28-32 days). There is need for an additional 2 weeks for sanitisation period for a chicken house before the next batch of chicks comes. All inputs (including management input) are supplied by the technical partners. Thus the costs for chicken feeds, chicks and medication will be deducted when they deliver their chicken at the abattoir. Farmers will be assisted for 3 cycles only. A cost recovery programme will be developed so that gradually the farmers take full responsibility for their business after the three cycle. Thus there will be business incubation training during the course of the project. The project will have 2 phases. The first phase will involve up to 10 chicken farmers, directly supported by the technical and business partner, using an abattoir in Maputo. The second phase will increase the number of producers as well as build an abattoir in Salamanga. The abattoir will be run for the first 15 years by the technical and business partner.

A technical and knowledge partner will be invited to assist in running this project. OPERATIONAL A Project Assistant for poultry could be hired by CDF to manage the whole value chain while a technical ARRANGEMENTS partner will be invited to manage the abattoir and also provide technical assistance to the farmers.

Items 1st Cycle 2nd Cycle 3rd Cycle Building materials 6 000 000 MZN Feeding system (600 000 per BUDGET Drinking system farmer) Protective clothing Input costs (pending) 2 340 960 2 340 960 2 340 960

DEVELOPMENT See Annexure 3 SCHEDULE

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Table 7. Vegetable Production

PROJECT NAME Vegetable Production using Drip Irrigation and Greenhouse STATUS Ongoing

BENEFICIARY Tchia Association (community composed of Tchia Paratano and Tchia Muhano) COMMUNITY

This is a one year project designed in partnership with Bindzu Agrobusiness and the Tchia Association (community composed of Tchia Paratano and Tchia Muhano). The project intends to benefit 30 members of the community whose aim is to promote a market-oriented vegetable production in a controlled environment (greenhouses). The project will introduce new agricultural production technologies in green houses; training in open air vegetable production; technical assistance in vegetable production seedling handling and drip irrigation technology; facilitate market linkage and provision of inputs. The project will assist in increasing household incomes and thereby alleviating income poverty in the community. Additionally the project seeks to transform subsistence farmers to small scale commercial agriculture. The products will not only improve income but also will improve the diet of families and at the same time contributing to a wider range of food varieties of higher quality thereby improving their overall quality of life. The production of vegetables in greenhouses and drip irrigation allows for the protection of vegetables against adverse weather conditions and minimizes the effects of environmental variability, allowing DESCRIPTION production throughout the year, contributing to achieving better market prices and considerable increases in productivity and quality. Similarly, the project component addresses environmental sustainability through the use of a drip irrigation system which allows for the most efficient use of water, fertilizers and pesticides. Application occurs in a localised location and dosage according to the specific needs of the crop thus avoiding loss of nutrients and water by deep percolation and runoff. The project activities comprise: greenhouse vegetable production and open air vegetable production training. Open air production will take place on small plots (300 square metres) where each member will be responsible for its management. Training will include the use of the irrigation system, scheduling and management of irrigation, fertilizer plus irrigation, management and soil conservation; administrative, accounting and technical. Training for greenhouse vegetable production will include the same techniques as well as management of the greenhouse as a separate community owned business. Ownership of the green house will fall under a community based company with all farmers having shares. Thus the green house will be run as a private company.

An MoU was designed to create a knowledge/technical partner for the production of vegetables in greenhouses and drip system irrigation where Bindzu Agro-business will ensure the training of community members in techniques of horticultural production in greenhouses and drip irrigation system by using varieties with high yield potential this production systems; linkage to the markets for the placement of the final product. Bindzu will also train the community in how to run a private company that produces vegetable for the market. The CDF management will include: OPERATIONAL ARRANGEMENTS • Redefining relationship between Bindzu and farmers and clarifying beneficiation model for farmers • Assigning a person to oversee project and visiting farmers to monitor development • Branding of vegetable products • Monitoring progress at processing plant and the greenhouse • Training of vegetable plant manager from community • Monitoring and evaluation and management meetings with Partner • Report writing and communication with CDF SC meetings.

Items 1st Year 2nd Year 3rd Year Personnel R542 187 BUDGET Equipment and inputs R1 523 304 Other R103 275

DEVELOPMENT See Annexure 4 SCHEDULE

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Table 8. Wildlife Production

PROJECT NAME Wildlife Production STATUS New

BENEFICIARY Zitundo, Maderjanine COMMUNITY

The chief of Zitundo has expressed his desire to designate the Manhoca area as a game farm. This is an opportunity to plan beyond the boundaries of MSR and include other ecosystems. The proposed game farm is located next to the Usuthu Sanctuary which is fenced already. Thus fencing off Manhoca will be required on the three sides. Game farming is very profitable if managed successfully. The industry has the potential to create employment opportunities for communities living adjacent to the transfrontier conservation area thus improving the quality of life for communities such as Huco, Zitundo, Massale, DESCRIPTION Guengo, Musongue, and Phuza. The Manhoca game farm will complement the Maputo Special Reserve particularly the Futi Corridor by providing additional habitat for wildlife. The Manhoca Game Farm will diversify the tourism economy by offering a different tourism product such as walking safaris, hunting and cultural interaction. Direct engagement and empowerment and enrichment of communities in partnership with private sector will result in reduction of human wildlife conflict and animosity towards wildlife, encouraging further protection of wildlife.

The community and MSR will have to work together to get: • Well defined community based property and/or land user rights • Clear right/title to utilise wildlife, including the ability to benefit from the eco-tourism ventures • Meaningful engagement and beneficiation of communities as the primary owners not simply through ‘donations’ but through participation that includes equity in the conservancy • Private sector participation will be well defined with respect to the value they bring, the benefit that accrue to the communities, the ownership of infrastructure and the structure and management of the business. The arrangement should ideally be as follows:  Private sector partners bring in tangible resources (money, markets intelligence so as to attract a wide range of visitors and management expertise) and assume a level of risk; while the communities bring in land, people, wildlife and infrastructure  MSR will assist in providing scientifically based management plans for wildlife and habitat conservation and management. The project will be managed by CDF in conjunction with officials from MSR. The following action will be pertinent to the success of the project. OPERATIONAL • Delineation of the boundary and the communities that are involved ARRANGEMENTS • Creation of a community legal entity inclusive of all communities affected • Establishment of management and benefit flow institutions • Sensitisation programme for the affected communities to include provision of HWC mitigation measures, inclusive of aspects such as: - Elephant restraining lines - Compensation schemes - Training and deployment of wild life protection teams within Manhoca - Training of Eco-tourism staff • Evaluation of the area in terms of carrying capacity, water survey etc. • The development and adoption of a land use plan for Manhoca Game Farm, based on carrying capacity and eco-tourism facility development • Provision of basic wildlife management infrastructure including inter alia: - Firebreaks and fire management system - Management roads and tracks - Boreholes and water augmentation points - Staff quarters • Development of criteria for private sector involvement in key projects • Development of products aimed at unlocking the ecotourism potential of the area as a

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precursor to private sector investment through the development of ecotourism and wildlife management projects.

Item Year 1 Year 2 Year 3 Total Salaries 834 000 884 040 934 080 2 652 120 Game Fencing 9 000 000 9 000 000 Equipment (vehicle etc.) 284 000 36 040 38 080 358 120 Transport/ Accommodation 61 400 59 784 68 768 189 952 BUDGET Training 40 000 42 400 22 400 104 800 Communications & Office Supplies 56 800 60 208 63 616 180 624 Coordination Activities 23 000 24 380 25 760 73 140 Wildlife introductions 1 000 000 1 000 000 Eco-Tourism Enterprise development 1 014 000 1 014 000 TOTAL 12 313 200 1 106 852 1 152 704 14 572 756

DEVELOPMENT Immediate SCHEDULE

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3.1.3 Fisheries

Table 9. Aquaculture and Mariculture Research

PROJECT NAME Aquaculture and Mariculture Research STATUS New

BENEFICIARY Zitundo, Gala, Santa Maria, (Machingulo Penisula), Lihundo, Bunguiane, Tsolombane, and Inhaca Island COMMUNITY

The communities within and adjacent to the MSR and PPMR rely heavily on fish for protein and this forms part of food security in the region. By having both aquaculture and mariculture projects, food security can be enhanced, while reducing the pressure and impact on natural resources. Finding locally appropriate and suitable projects that can be implemented at household or community co-operative level needs investigation and based on these projects packaged for consideration. Fingerling availability, their quality and distribution remain a serious constraint for commercial aquaculture development. However this also presents business opportunities for those that can produce and supply fingerlings. Feed availability and quality of acceptable food conversion ratios remain major constraints for commercial production. High quality feeds are available in South Africa. In the case of aquaculture it is important that technical factors such as availability of water throughout the year, water quality, and availability of raw material (fingerlings, feed, etc.) and size of likely market must be taken into account as well as the cost and supply of labour and the selling price of the final product. Initially CDF needs to undertake a feasibility study of the lake or lakes where water based aquaculture DESCRIPTION will be undertaken. This will include the assessment of the immunological parameters of the lakes such as dissolved oxygen, ph, temperature regime including the thermocline and turnover of the water, nutrients, zooplanktons and phytoplankton, turbidity and large aquatic plants and animals including the current fish assemblages in the lakes. Ideally a student can be encouraged to take this up as a research for B.Sc. or M.Sc. degree. Land based and water based aquaculture is possible. An assessment of the soil types and water quality for land/water based aquaculture should be carried out to determine the most suitable location for either land or water based aquaculture. A business plan including the cost of materials, equipment and management needs to be developed to determine the level of operations, profitability of the venture, fingerling and feed feeds procurement and/or hatchery requirements. Aspects such as fish sanctuaries, both on the coastal lakes and the bay area, inclusive of the mangroves, need to be investigated as a natural source from which fish resources can benefit. Additionally, aspects such as value addition to fish resources should be included in the investigation. The RARE Project could be considered as a technical partner to the management teams of the MSR and PPMR.

Through the Steering Committee, appoint a fisheries expert that can advise both the MSR and PPMR OPERATIONAL management on projects, as well as prepare detailed project proposals, that would be suitable to ARRANGEMENTS implement, inclusive of the models best suited for this.

BUDGET R250 000

DEVELOPMENT Immediate SCHEDULE

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3.2 COMMUNITY DEVELOPMENT SUPPORT PROJECTS

Principles

Community development support projects are projects that are not necessarily commercial or entrepreneurial, yet aimed at improving the living conditions of the affected communities, increasing the feasibility of other projects, while creating a conducive environment for development, and improving livelihood options for individuals within these communities.

Within these support projects, it is believed that components such as the establishment of boreholes and livestock watering points will mitigate the need for access to some of the lakes and the Futi River within the MSR, thereby reducing potential HWC in the area.

By addressing aspects related to services and infrastructure, as well as agricultural development, support, sensitisation and training, efforts can be attained to break the poverty cycles within the area, and thereby improve the livelihood of the affected communities.

3.2.1 Services and Infrastructure

Table 10. Water Provision

PROJECT NAME Matutuine District Water Supply STATUS Ongoing

BENEFICIARY ka Phuza 1, Gueveza, Madjajane, Massohane, Huco, ka Phuza 2, Mussongue, Massale, Guengu COMMUNITY

The objectives of the project is to improve the productivity of communities and promote other income producing activities as well as reduce the time spent collecting water thereby increasing the length of stay of children in schools. The project will also facilitate the watering of cattle, thereby reducing the pressure along the Futi Corridor which forms part of the MSR. In total the project will benefit 9 communities comprising a total of 1727 households that corresponds to approximately 10000 People. The communities selected are the ones that contribute to increased pressure in MSR/Futi related to watering of cattle and looking for places for pasture. During the implementation of the strategy of community development within the Matutuíne district, as well as community meetings with different stakeholders in the MSR and its Buffer Zone, the DESCRIPTION insufficiency of water supply, both in quantity and quality required has been identified as one of the major challenges. Communities do not have access to appropriate sources of water such as rivers, lakes and streams. Access to water and sanitation is a key factor and is vital to the improvement of living conditions of the population. Government's aim is to improve the delivery of services and increase coverage levels in the water supply and sanitation to the population. The district government however, lacks the necessary resources. In the long term the project will contribute to the reduction of diseases caused by consumption of unsafe water, increase time communities are involved in other activities of family support, livelihood activities such as agriculture, small businesses, fishing, and increased length of stay of children in schools and reduce the distances travelled by communities to obtain water.

The communities selected contribute to increased pressure on the MSR related to watering of cattle and looking for pasture. A MoU was signed between the beneficiary communities and Maputo Special OPERATIONAL Reserve, for the activities that will be implemented by the project. Additionally Water Management ARRANGEMENTS Committees were established comprising selected members of the community groups and these will take responsibility for the overall management and maintenance of the water supply system. To drill the boreholes a service provider was selected.

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Items 1st Year 2nd Year 3rd Year Administration 37 000 Water cattle’s 220 000 BUDGET Boreholes 1 415 895 Fence security 176 000 Contingency 206 400 TOTAL 2 055 295

DEVELOPMENT 3 months SCHEDULE

Table 11. Agricultural Assessment

PROJECT NAME Agricultural Assessment STATUS New

All communities who reside in the Matutuine District and living in proximity to the Protected Areas BENEFICIARY incorporated in the Mozambique component of the Usuthu-Tembe-Futi and the Ponta do Ouro Kosi Bay COMMUNITY components of the Lubombo TFCA

Mozambique’s economy is still largely agriculture-based, and agriculture remains critical to stimulating overall economic growth and poverty reduction. The population of Mozambique is approximately 24 million, with 81 percent of the labour force involved in agriculture. Mozambique’s agriculture sector represents 24 percent of GDP. The Agricultural Assessment Support Project seeks to establish the agro-ecological capacities and soil suitability map for different crop and animal types. This will enable informed decision making for options in agricultural practices which maximises the available ecosystem services. Additionally agro- assessment will lay the basis for sustained production and productivity for smallholders who depend on agriculture, thus improving their livelihood and reducing vulnerability and risk. DESCRIPTION Agriculture activity plays an important role in the livelihoods of the households. However, unsustainable agriculture practices and land use would have adverse impacts on natural resources (soil, water, biodiversity, etc.) and thus be unsustainable in the medium to long term, resulting in increased poverty in the region. Due to a lack of information on quality of soils the current agriculture practice’s in the area can damage the natural resources, nutrients and water cycles. The project aim is to provide complete quantitative information on types of soils available; nutrient availability in quality and quantity; spatial distribution of the different soil types ; crops that can be grown; livelihood options and potential and significant opportunities and options to increase yields and income in the area;

OPERATIONAL In partnership with Eduardo Mondlane University a student will be selected to carry out an agricultural ARRANGEMENTS assessment in those areas and communities in Matutuine District that are served by CDF projects.

BUDGET R200 000

DEVELOPMENT Immediate SCHEDULE

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Table 12. Pooling Depot

PROJECT NAME Pooling Depot STATUS New

BENEFICIARY All communities COMMUNITY

The pooling depot is designed to act as a focal point for receiving and processing agro-products from the local producers. The pooling depot will act as an intermediary market for the agro-products, and should DESCRIPTION have infrastructure to process chicken, honey and vegetables, including chilli products. The location of the pooling depot should be such that it is central enough for easy access by communities adjacent to MSR. The pooling depot should have access to electricity, clean water supply and good access roads.

The pooling depot will belong to a community legal entity e.g. confederation of associations of communities. Private sector partners will be invited to run the facility under a management agreement between the communities and the private sector. The design of infrastructure at the pooling depot should be based on the specification of the private sector partners that will run the facility and the OPERATIONAL standards required for processing the product. Thus the chicken abattoir, for example, will be designed ARRANGEMENTS and run by an appropriate knowledge/technical partner e.g. Higest. The selection of the site for the pooling depot should also be in line with the spatial development plan and objectives of the local authorities of the area. Thus the provincial and district administration should be consulted. Final selection will be based on an environmental impact assessment concomitant with the agro-products to be processed in that area.

Access road Electricity provision BUDGET Water infrastructure Security fence around the depot

DEVELOPMENT Once clarity on conservation agriculture and other agriculture projects has been obtained SCHEDULE

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3.2.2 Training and Education

Table 13. Machangulo Agriculture Co-operative and Training Project

PROJECT NAME Machangulo Agricultural Co-operative and Training Project STATUS New

BENEFICIARY All communities COMMUNITY

The project aims to establish an Agricultural Co-operative, linked to a training programme, and strives to set up agricultural production inside the Machangulo concession area, that can also serve as a training facility that: 1) Educates community members on a sustainable form of agricultural production to replace the current slash and burn practice 2) That can be replicated in their own community area, thus enabling them to generate a regular income to sustain their families on the longer run DESCRIPTION 3) Provide Co-Operative members access to local and additional markets. The project will be set up in the area close to the Mhala school, at the outer edge of the Machangulo S.A. concession. This area offers proximity to electricity and water, limiting the efforts needed to make this available to the project, and easy access to the main road to the Santa Maria market. The training facility is available to the 28 communities affected by MSR and PPMR conservation areas. Trained farmers will be assisted by CDF to set up their own farming activities to produce fresh produce, eggs or chicken to supply lodges, such as the Chemucane Lodge under contract as a small business, as well as others such as Milibangala and Dobela, and the Machungulo Peninsula.

This first project phase focuses on primary agricultural activities, i.e. growing fruit and vegetables. Potential value-added activities (for example making jam out of the fruits grown) might be feasible in a second phase, but are not included in the project for now. The trainee farmers will participate in the project learning how to grow fruit and vegetables in all seasons in a sustainable way. 12 farmers will be selected from affected communities Education and training of project participants will focus on 1) responsible use of the land, 2) ability to farm better & more varied produce and 3) increasing yield thus generating a regular income. The project generates additional employment for positions such as a foreman, security guards, herdsmen and construction workers. OPERATIONAL • A foreman will keep track of the day-to-day activities of the project; the foreman can be ARRANGEMENTS sourced from within the Machangulo community • Participants, construction workers and herdsmen will all be sourced from the local communities on the Machangulo peninsula • On completion of the course farmers will be assisted by CDF to set up their own production unit under contract to supply a specific product to the lodges e.g. Chemucane. • A Liaison Officer will continue to be in touch with the trained participants who remain Members of the Co-operative and thus continue to contribute to the supply side of the project. The Machangulo group will raise funding to set the facility up. The CDF will cater for the initial setting up of their production units including equipment, seeds, fertilisers, amongst other requirements.

BUDGET R 6 000 000

DEVELOPMENT Immediate SCHEDULE

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Table 14. Conservation Agriculture Programme

PROJECT NAME Conservation Agriculture Programme STATUS New

BENEFICIARY Target is all communities starting with Massuane, Gala, Guengo and Huco COMMUNITY

This proposal focuses on the Conservation Agriculture Project in the communities adjacent to MSR and PPMR. This is a three year project, which will train farmers within the district in the use conservation agriculture techniques. By the end of the project cycle, there will be 240 farmers trained in conservation farming techniques. The objective of introducing conservation agriculture is to produce higher yields of crops ensuring food security, while reducing the impact on the environment. The premise of support to farmers is that the support should not go against conservation principles and should adhere to certain conditions: • The fields should be close to a homestead DESCRIPTION • The farmer must have access to cattle manure • The agricultural field should not be located in a known wildlife corridor • The farmer must be willing to protect the field. Conservation agriculture offers a set of sustainable agronomic practices for the smallholder farmers using either hand hoe or animal draft tillage. Research conducted elsewhere in the region indicated that conservation farming methods increase yields by 50%, or more and double that of conventional oxen cultivation. PPF’s experience with conservation agriculture trials in Simalaha Community in Zambia among smallholder farmers with the same input, shows an average increase in maize yield of 77% when compared with conventional farming practices.

The Conservation Agriculture will fall under the Community Liaison Officer in Maputo Special Reserve (MSR) and a Project Assistant, both of whom will assist in coordination of the project. Oversight of the project will lie with the PPF Community Development Programme Co-ordinator who is based at the PPF Head Office in South Africa, who will undertake regular site visits to ensure a smooth progression of the project. The Project assistant will identify appropriate Lead farmers. Lead farmers are individuals who already own a field, and are willing to not only follow conservation farming methods, but also to train ten other farmers (the Farmer Learning Group) within their immediate vicinity, and to advise them on the methods of conservation farming on a voluntary basis. They also monitor the ongoing progress of the farmers in their group, and report back to the Field Officer throughout the project cycle. In the first year of the project, 8 contact farmers will be trained by the Field Coordinator, with an additional 8 OPERATIONAL farmers trained each year after that, to accommodate the growing number of farmers to be trained. ARRANGEMENTS Farmer Learning Groups (FLG) will be established to promote farmer to farmer learning within and between communities. These FLG’s will play a vital role within the district, as they will ensure that information about the project flows within and between communities. They also will pass on a variety of necessary information to farming groups. This information is key to monitoring the project and when deciding on areas to focus attention on. As part of the conservation agriculture project, members of the FLG’s within the district will be trained by the Project Assistant in the development and implementation of the project. This will give them a thorough understanding of conservation agriculture methods, so that once the project is established, they may take over implementation on behalf of the community, as well as being responsible for capturing information and acting as liaisons between the Project Assistant, community members and participating farmers to ensure awareness and community buy-in.

Item Yr1 Yr2 Yr3 Total Salaries 258 000 336 000 354 000 948 000 Administration 163 600 33 600 33 600 230 800 BUDGET Conservation Agriculture 379 600 419 600 451 600 1 250 800 Contingency 56 980 50 980 56 980 164 940 TOTAL 858 180 840 180 896 180 2 594 540

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DEVELOPMENT See Annexure 5 SCHEDULE

Table 15. Environmental Education Programme

PROJECT NAME Environmental Education Programme STATUS New

BENEFICIARY All COMMUNITY

Broadening the understanding of conservation and the role that conservation plays in providing basic ecosystem services for communities, as well as the role that conservation plays in broadening livelihood options within the broader area through aspects such as tourism, agriculture and market access needs DESCRIPTION to be mainstreamed in the affected communities. Through an Environmental Education Programme it will be possible for the affected communities, as well as other visitors, to gain insight into the role of conservation. Through cross cultural interactions this can become a very interesting way to attain this objective.

The SAWC can assist with the development of programmes appropriate to the area, inclusive of local OPERATIONAL language material, as well as training of officials and officers that can lead these programmes. The ARRANGEMENTS implementation of the programme should be undertaken by the two Reserve management teams assisted by the community broker team.

BUDGET R500 000

DEVELOPMENT Immediate SCHEDULE

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4 MONITORING AND EVALUATION

4.1 WHY MONITOR?

The following points summarise why monitoring is an important component of the CAP implementation process:

 It helps to correct and identify any changes as project activities are implemented so that desired results are achieved  It is done to check if project objectives are met or not and guide on way forward  To correct misunderstanding or mistakes in time  To ensure smooth progress of the planned activities and assess the impact of projects  To check positive or negative progress  To ensure good performance and sustainability of a project since obstacles are identified early and changes made  Have corrective measures and assess performance, progress, failure and achievements of the project in line with the project objectives.

4.2 MONITORING PLAN

4.2.1 Approach

Monitoring and evaluation will take place at two levels, namely at a strategic level and project level, entailing traditional project monitoring as well as Participatory Monitoring and Evaluation (PM&E) aimed at ensuring that both the planning of projects and their execution contribute to the objectives of the MSR and PPMR and the communities affected by the conservation initiatives.

At all levels it is important to ensure that joint observation and reflection will lead to corrective actions for future project planning and implementation. To attain this, the following questions require interrogation:

Who, What, How, Why?

 Who: Stakeholders, including community and PAMT, the TFCA Unit and the Participatory Management Committee as well as outside facilitators  What: Indicators identified through the CAP as well as by stakeholders, to measure process as well as outputs or outcomes  How: Simple, qualitative and quantitative methods, developed with by the stakeholders themselves  Why: To empower stakeholders and to take corrective actions.

4.2.2 Strategic Monitoring

Strategic monitoring will be undertaken by the PAMT, inclusive of the TFCA Unit according to indicators set in the CAP document. Meetings between the PAMT and the TFCA Unit need to take place to ensure that the respective projects are contributing to the attainment of the overall conservation objectives of the reserve and the TFCA.

The monitoring regarding the performance of specific projects will follow traditional project monitoring and evaluation techniques measuring actions against timelines and budgets. The contract conditions form the basis for performance measures.

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This approach will be linked to the indicator tables from a traditional project monitoring perspective, while the impacts on communities will be measured through aspects such as improved livelihoods and use various methods such as yield analyses, food security, income and schooling indicators as well.

The monitoring of community resource use will be undertaken through both direct and indirect methods utilising monitoring by the Community Fora, and satellite based monitoring of use over time.

The Reserve will need to undertake resource base assessment within use zones to assess in consultation with the communities the carrying capacity of resources used by communities (peripheral use) as well as sustainable yields.

Monitoring the benefit flow to communities will follow best practice as prescribed by various international organisations and programmes.

4.2.3 Project Level Monitoring

Project level monitoring will be through PM&E according to indicators set by stakeholders during detail project planning, and inclusive of changes to livelihoods and the well-being of communities.

To ensure that the needs and expectations of communities are met in an appropriate manner monitoring will entail the active involvement of community structures (i.e. Community Fora, Regional Fora, CLEs, and the Participatory Management Committee) within the evaluation process. PM&E is important to improve the processes and methods used, as well as the effectiveness and ultimate impact of projects themselves. A PM&E system, involving among other meetings or “learning workshops” at different levels will thus be put in place.

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ANNEXURES

ANNEXURE 1. BEEKEEPING SCHEDULE

PROJECT NAME: BEE-KEEPING SEPT 14 OCT 14 NOV 14 DEC 14 JAN 15 FEB 15 MAR 15 APR 15 MAY 15 JUN 15 JUL 15 AUG 15 1 Getting started (CDF)

1.1 Select the communities and recruit farmers

1.2 Assess farmer's knowledge on honey production

1.3 Farmer hands-on training at honey production operations

Conduct a household survey to create baseline data on 1.4 the farmers 1.5 Select bee-keeping system

1.6 Select design and acquire hives and bees for bee-keeping

1.7 Farmer training on apiculture

1.8 Monitoring production system (colony inspection)

1.9 Acquisition of equipment for harvesting honey

1.10 Pest and disease control training and management

3 Processing (under control of partner)

3.1 Procure equipment for honey processing at pooling depot and in Ndelane

3.2 Delivery of honey to market

3.3 Assess processing flow through all stages for bottlenecks

4 Marketing (joint undertaking)

4.1 See marketing strategy from Business plan

4.2 Supply of bottles for bottling the honey

4.3 Partner will assist the farmers with packaging and branding the honey

5 Project management (CDF)

5.1 Assess the business plan

5.2 Hire Honey project assistant

5.3 Assignment of technical partner to assist farmers

5.4 Facilitate the signing of uptake agreement between the community and partner

5.5 Facilitate the signing of project financing agreement between the community and PPF

5.6 Facilitate exchange visit to Manica province honey project

5.7 Visit to farmers based on a schedule of visits to monitor progress 5.8 Monitor progress on bee-keepers

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PROJECT NAME: BEE-KEEPING SEPT 14 OCT 14 NOV 14 DEC 14 JAN 15 FEB 15 MAR 15 APR 15 MAY 15 JUN 15 JUL 15 AUG 15 5.9 Monitoring and evaluation

5.10 Management meetings with partner

5.11 Report writing and communication with CDF manager

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ANNEXURE 2. CHILLI PROJECT SCHEDULE

ACTIVITIES OCT 14 NOV 14 DEC 14 JAN 15 FEB 15 MAR 15 APR 15 MAY 15 JUN 15 JUL 15 AUG 15 1 Getting started (CDF)

1.1 Community meeting to introduce business orientation 1.2 Develop business plan for their plots

1.3 Expand the land to grow pepper and other vegetables

1.4 Acquire extra materials and equipment for drip irrigation

1.5 EPT acquire own plot for production with secure tenure

1.6 Select seedling production site

Create a seedling production team (as a separate business 1.7 unit) 1.8 Acquire seedling production materials and equipment

Update agri-calendar of crops especially with rotational 1.9 crops 1.10 Carry out a crop marketing survey for all crops being grown 1.11 Develop a land preparation schedule

1.12 Liaise with Tchia on marketing vegetables 1.13 Produce a delivery schedule based on when crop are ripe

1.14 Develop brand name for produce

1.15 Develop marketing strategy for vegies

1.16 Site selection for processing vegetables and chilli

1.17 Build vegetable and chilli processing plant at pooling depot

2 Production

Develop planting, weeding (herbicide) and harvesting 2.1 regime for other vegetable 2.2 Delivery scheduling of vegetables

2.3 Monitor production by farmer - report any problems

2.4 Hold learning sessions for farmers to share eperiences

3 Processing (under control of partner)

3.1 Hire of personnel at vegetable processing plant

3.2 First batch delivered to vegetable processing plant

3.3 Assess processing flow through all stages for bottlenecks

4 Marketing (joint undertaking)

4.1 Adverts for Salamanga vegetables

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ACTIVITIES OCT 14 NOV 14 DEC 14 JAN 15 FEB 15 MAR 15 APR 15 MAY 15 JUN 15 JUL 15 AUG 15 4.2 First batch at the market

4.3 Farmers paid for first batch

4.4 Consumer satisfaction survey

5 Project management (CDF)

5.1 Assignment of CDF official to oversee the vegetable project

5.2 Visit to Farmers based on crops to monitor development 5.3 Branding of vegetable products

5.4 Monitor progress at processing plant

5.5 Monitor progress on tunnels

5.7 Training of vegetable plant manager from community

5.8 Monitoring and evaluation

5.9 Management meetings with Partner 5.10 Report writing and communication with CDF manager

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ANNEXURE 3. CHICKEN PRODUCTION PROJECT SCHEDULE

ACTIVITIES Aug14 Sep14 Oct14 Nov14 Dec14 Jan15 Feb15 Mar15 Apr15 May15 Jun15 Jul15 1 Getting started (CDF) 1.1 Commission a business Plan 1.2 Select the communities and identify, assess and recruit farmers 1.3 Assess farmer's knowledge on chicken production 1.4 Conduct a learning trip to a chicken production unit 1.5 Farmer hands-on training at chicken production opertations 1.6 Conduct a household survey to create baseline data on the farmers 1.7 Select site for the chicken house (Sort legal issues of land) 1.8 Obtain quotation for chicken house 1.9 Design and seek approval for the chicken house 1.10 Construct the chicken houses for each farmer 1.11 Farmer training on care for day old chicks 1.12 Farmers prepare to receive day old chicks 1.13 Site selection and approval for the abattoir at pooling depot 1.14 Obtain legal possesion of land for abattoir 1.15 Obtain quotation for abattoir 1.16 Advertise for construction of Abattoir 1.17 Select company to construct the abattoir 1.18 Select partner for chicken project 1.19 Construct the abattoir at pooling depot 1.20 Quantity surveying and site inspection during construction 1.21 Certification of abattoir 1.22 Acquisition of own plot for partner with secure tenure 1.23 Encourage a community member to start chicken transporting business 2 Production 2.1 Develop the placement schedule for farmers 2.2 Delivery of chicken feed to farmers 2.3 Farmer receive first batch of day old chicks according to schedule 2.4 Monitor growth of chicken by farmer - report any problems 2.5 Hold learning sessions for farmers to share eperiences 2.6 Prepare for delivery of 6 weeks old chicken 2.7 Cleaning of chicken house after removal of chicken

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ACTIVITIES Aug14 Sep14 Oct14 Nov14 Dec14 Jan15 Feb15 Mar15 Apr15 May15 Jun15 Jul15 3 Processing (under control of partner) 3.1 Hire of personnel at abattoir 3.2 First batch delivered to Abattoir 3.3 Assess processing flow through all stages for bottlenecks 4 Marketing (joint undertaking) 4.1 Adverts for Matutuine chicken 4.2 First batch at the market 4.3 Farmers paid for first batch 4.4 Consumer satisfaction survey 5 Project management (CDF) 5.1 Hire chicken project manager 5.2 Assignment of technical partner to assist farmers 5.3 Visit to Farmers based on a schedule of visits to monitor growth 5.5 Monitor progress on abattoir 5.6 Monitor progress on chicken houses 5.7 Facilitate design the abattoir for 2000 birds per day 5.8 Obtain quotation for equipment and construction of abattoir 5.9 Training of abattoir manager from community 5.10 Training of meat hygiene officer from community 5.11 Training of meat inspector from community 5.12 Monitoring and evaluation 5.13 Management meetings with Partner 5.14 Report writing and communication with CDF manager

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ANNEXURE 4. BINDZU/TCHIA VEGETABLE PROJECT SCHEDULE

ACTIVITIES OCT 14 NOV 14 DEC 14 JAN 15 FEB 15 MAR 15 APR 15 MAY 15 JUN 15 JUL 15 AUG 15 1 Getting started (CDF)

1.1 Community meeting to introduce business orientation

1.2 Take some members of the group on a learning tour at SPAR

1.3 Take a tour to a vegetable producer

1.4 Farmer hands-on training at tunnel vegetable production unit

1.5 Allocation of individual plots with tunnels (Sort legal issues of land)

1.6 Develop agri-calendar of crops

1.7 Carry out a crop marketing survey

1.8 Select crops and seedling site production site

1.9 Create a seedling production unit (as a separate business unit)

1.10 Develop a land preparation schedule

1.11 Produce a delivery schedule based on when crop are ripe

1.12 Develop brand name for produce

1.13 Develop marketing strategy for vegies

1.14 Bindzu acquisition of own plot for production with secure tenure

1.15 Assign manager from CDF to oversee project

1.16 Produce timetable for completion of tunnels

1.17 Site selection for processing vegetables

1.18 Build vegetable processing plant at pooling depot

2 Production

2.1 Develop planting, weeding (herbicide) and harvesting regime

2.2 Delivery scheduling of vegetables

2.3 Monitor production by farmer - report any problems

2.4 Hold learning sessions for farmers to share experiences

3 Processing (under control of partner)

3.1 Hire of personnel at vegetable processing plant

3.2 First batch delivered to vegetable processing plant

3.3 Assess processing flow through all stages for bottlenecks

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ACTIVITIES OCT 14 NOV 14 DEC 14 JAN 15 FEB 15 MAR 15 APR 15 MAY 15 JUN 15 JUL 15 AUG 15 4 Marketing (joint undertaking)

4.1 Adverts for vegetable

4.2 First batch at the market

4.3 Farmers paid for first batch

4.4 Consumer satisfaction survey

5 Project Management (CDF)

5.1 Redefine relationship between Bindzu and farmers

5.2 Clarify beneficiation model for farmers

5.3 Assign person to oversee project

5.4 Visit to farmers to monitor development

5.5 Branding of vegetable products

5.6 Monitor progress at processing plant

5.7 Monitor progress on greenhouse

5.8 Training of vegetable plant manager from community

5.9 Monitoring and evaluation

5.10 Management meetings with Partner

5.11 Report writing and communication with CDF manager

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ANNEXURE 5. CONSERVATION AGRICULTURE PROJECT SCHEDULE

ACTIVITIES Aug 14 Sep 14 Oct 14 Nov 14 Dec 14 Jan 15 Feb 15 Mar 15 Apr 15 May 15 Jun 15 Jul 15 Aug 15 3 Conservation Agriculture

Farmer recruitment (one meeting in each 2nd Group of 3.1 community) farmers Training of farmers (training on land prep 3.2 and planting) 3.3 Training of farmers ( weeding and mulching)

3.4 Training of farmers ( harvest and mulching)

3.5 Meetings - Farmer Learning groups

3.6 Training Aids

Household Surveys(hire two enumerators 3.7 plus transport ) 3.8 Two motorbikes fuel Household survey (travel costs for consultant Analy- 3.9 Field Field local and regional) sis 4 Seed/Manure

4.1 Maize seed

4.2 Ground nuts

4.3 Cow peas

Purchase cow manure for families with no 4.4 access 4.5 Cassava

4.6 Soil Sampling and Analysis

4.7 Field days (fuel) 4.8 Food and drinks during field days Exchange trips for contact farmers(airfares, 4.9 accommodation and meal ) Exchange visit within the district (farmer to 4.10 farmer visits)